People2.0
Growth through alignment
Aligning acquisitions to prepare for PE transition
People2.0 is a global employer of record (EOR) and agent of record (AOR) services, exclusively for the talent procurement sector.
HOUSTON - USA
It's simple... you guys are awesome!
Global CMO
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Owned by the largest private equity firm in the world the business was under increasing pressure to deliver significant, accelerated growth.
Having expanded through 14 global acquisitions, the organisation had become complex and fragmented in both execution and market presence.
Its existing proposition and business model were no longer capable of supporting the scale of growth required.
Despite having built a market-leading tax and compliance capability, the business was positioned primarily as a service provider, diluting the value of its expertise, inviting unnecessary competitive pressure, and limiting access to the broader market opportunity.
Competitors with product-led models were targeting end hirers or workers, missing the deeper strategic opportunity, while the business remained anchored in a narrow segment of the overall market potential.
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Our first step was to combine and productise the organisation’s global capabilities, shifting it from a service-led model to a product-led proposition that more accurately reflected the scale and sophistication of its offering.
This repositioning elevated the business’s value, enabling it to take rightful ownership of the wider flexible-work supply chain and compete from a position of strength rather than price.
We refocused the proposition on “market makers”, the stakeholders responsible for 80% of all flexible work arrangements, unlocking a far greater commercial opportunity.
Alongside this, we enhanced the direct-to-worker offering to maximise lifetime value and ensure future relevance.
To support long-term efficiency and scalability, we also advised on the digital infrastructure required to deliver a more joined-up, intuitive experience for all stakeholders.
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The strategic reset created stronger alignment at C-Suite level, giving the leadership team renewed clarity, purpose, and confidence in their ambition.
Investors gained a clearer understanding of the business, its true potential, and where to direct capital to maximise return.
Customers could finally understand the full value of the proposition and engage with the organisation far more effectively.
Ultimately, the work delivered a more streamlined customer experience and positioned the business to meet, and exceed, the growth expectations of its private equity ownership.